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This is crucial because though the information and knowledge may well have been created or resolved within the organization, this does not in and of itself assure that such knowledge will remain there within or serve to benefit the organization's overall effectiveness. To this end, our research tells that "in today's world of business, companies need to understand the importance of effectively managing their knowledge. Years ago, employees would stay with a company for many years before moving on while many planned upon a lifetime of dedication to their organization. In today's industries, it is not uncommon to find employees who stay no more than three to four years without looking to move on. When a company loses a skilled employee, they also lose the knowledge that the employee has gained." (Marshall, 3) This is to say that if we, at Honeywell, do not create a system that allows our personnel to catalogue the ongoing construction and sharing of knowledge, the process by which it has been acquired will remain in the organization's body of knowledge. This is an absolutely essential way to contending with the turnover that is inevitable in today marketplace and occupational culture while simultaneously building on a body of knowledge that essentially functions upon the commitment of all personnel to its construction, compilation and maintenance.
The loss of knowledge which is implied by employee turnover and a general failure to seize on existing knowledge while such is present must be expressed as an economic loss whereby the investment in particular employees has failed to create the concrete and permanent asset of knowledge which can be utilized by current and future members of the organization. In one degree of our research, this loss is expressed as the latent demand for the creation of a knowledge management system which should be seen as applicable to nearly any type of organization. Accordingly, our research denotes that "In fact, all the current products or services on the market can cease to exist in their present form (i.e. At a brand-, R&D specification, or corporate-image level) and all the players can be replaced by other firms (i.e. via exits, entries, mergers, bankruptcies, etc.), and there will still be an international latent demand for corporate wiki applications at the aggregate level. Product and service offering details, and the actual identity of the players involved, while important for certain issues, are relatively unimportant for estimates of latent demand." (Research and Markets, 1)
This is to indicate that with some distance from specific aspects of an organization and its orientation, it is determinable that product or market orientation are somewhat static factors in the consideration of implementing Knowledge Management Systems. This does in some manner account for the uniform penetration of the blog, for one, into nearly every facet of the professional world. In Honeywell's case, the notation of both latent demand and the irrelevance of the variable of organizational identity with respect to the integration of such systems illustrates that functions within the organization are likewise irrelevant. Quite to the point, all functions should be considered as subject to the integration of blogs especially, which will allow individual members of the organization at all levels to commit to an online storage destination logs of daily or weekly activities and to post communication about regular responsibilities to the rest of the organization. The result is a self-perpetuating body of information which, upon the departure of individuals, will serve as something of a searchable diary of responsibilities met, projects completed, obstacles met, decisions made and, ultimately, knowledge gained. The use of such systems should help to ensure that where knowledge has already been gained, existing and future personnel will be able to use this as a jumping-off point. The suggestion of latent demand in all organizations with respect to the concrete maintenance of a knowledge economy is crucial here in expressing the premise that where organizations fail thusly, they are dooming themselves to repeat learning processes rather than ascending to more actionable phases.
For Honeywell, which exists on such a scale that both personnel and operational processes represent significant and exponentially replicating conditions, it is clear that a necessity exists for the reduction of this latent demand. And beyond these inherencies, there are notable benefits to an organization on a larger scale which bases its evaluations on the self-report and evidentiary corollaries in the shared maintenance of internal wikis and in the individual maintenance of personal and departmental blogs. These can be a window into the contributions and pace of personnel, leading to clear and empirical evidence relating to performance measures.
Particularly, the accessibility and ease of use related to the blog make it a potentially valuable way to ensure the inclusion of all members of the organization in the creation of available data. As an article from 2008 denotes of blog-using personnel, indications are that they "don't need technical expertise to write a blog. it's very easy to use anyone in our company with access to the internet... can update and add information as required. A blog also has the ability for our clients to leave comments in an interactive format." (Beddoni, 8)
This is a finding which helps to effectively underscore the recommendations which are at the resolution of this examination.
Particularly, indications are that Honeywell would not simply benefit from the employment of such newly available technologies but that, moreover, there are several observable economic costs in failing to seize said technologies. Among them, it is evident that the creation of a flexibile, dynamic and frequently maintained or updated store of shared information is a necessary instrument in today's business world. Moreover, we find that Honeywell must recognize the latent demand to protect the knowledge brought to its organization by its personnel. And finally, there is evidence that Honeywell would also have the opportunity to assess its personnel performance with greater nuance and with the input of personnel themselves.
These findings give root to the recommendation that an initial rollout of this system be tested amongst 600 knowledge workers within the organization but originating in varying departments and areas of specialization. It will be the province of the test group of initially selected personnel to draw resolutions on the selected support software and to assess the gains and losses in this use of available server space. Essentially though, findings dictate that implementation of a meaningful and dynamic Knowledge Management System is necessary and inevitable.
Beddoni, J. (2008). Introducing Blog Technology to Enhance Communications. JABIT Digital Designs and Ideas.
Cammarata, V. (2007). Wikibility of Innovation Oriented Workplaces. University of Lugano.
Goodnoe, E. (2005). How to use Wikis for Business. Information Week.
Marshall, K.R. (2008). Utilizing Web 2.0 Technology to Enhance Enterprise Knowledge Management. Enhance Enterprise KMS.
Research and Markets. (2008). The 2009-2014 World Outlook for…[continue]
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